by Bob Anderson
As a Sunday school superintendent I appreciate a pastor who: 1) Has a weekly conference to discuss Sunday school affairs. In our case it was held whenever we could get together — at the Tuesday morning church staff meeting if the Sunday school superintendent was available. It sometimes was an evening meeting — an hour before the Workers’ Conference, 20 minutes between the Wednesday night supper and prayer meeting — or even a long telephone conversation. Saturday meetings did not work out well with us. 2) Supports the Sunday school superintendent pub licly and in church board meetings. At Trinity we had a two-minute time for the Sunday school super intendent to make an announcement in the morning service. We compared attendance that day with that of the previous year and concluded with an invita tion to new people in the congregation to come for Sunday school the following Sunday. It reached prob ably as many new people and visitors as were reached by newspaper advertisements. Dr. McPheeters felt that it stimulated interest in the Sunday school. He appreciated variety in the announcements and the recognition of special achievements in one department or class that would awaken the interest of new people. On the fourth Sunday of the month the m issionary offering and program of the Sunday school were fea tured. It encouraged giving to the missionary pro gram as well as calling attention to the total mission ary responsibility of the church.
challenge and exposition of the spiritual issues in volved in Sunday school teaching invigorates the staff with the greatness of its calling just as his annual letter of thanks for service well done encourages them. 6) Considers himself a member of the Sunday school staff. If the whole Sunday school meets for opening worship, he is there. Occasionally he brings a greeting or message to various departments. He attends the monthly workers’ conference to enjoy the inspiration, instruction and fellowship features. He participates in the annual Sunday school planning conference, the Christmas party and program, the annual picnic and occasional PTA meetings. This informal relationship encourages greater participation by others. He expresses his appreciation to the teach ers and departmental superintendents for their faith ful leadership. He dedicates these leaders in an an nual recognition day service. He may request a dem onstration of the work of the Sunday school at an annual graduation service or other special program during the church hour and gears his message to par ents in attendance. 7) Cooperates with the authorized members of the Sunday school staff in the use of office space and equipment for the promotion of the Sunday school, particularly the use of the mimeograph. 8) Knows not only the names of department super intendents and teachers but also takes opportunity to share in their personal joys, problems and needs. In this the Sunday school superintendent is responsible to keep the pastor informed. The mutual sharing of the burdens of the staff with the Lord indirectly helps the entire Sunday school, for it supports the working parts of His body by prayer and interest. 9) Stimulates many avenues of teacher training. He occasionally teaches a local church course. He encourages use of the church library. With the super intendent he promotes attendance at Sunday school rallies, conventions, institutes, summer training con ferences, evening leadership training conferences in the community. He is aware of the possibilities of correspondence courses in isolated areas. 10) Preaches the Word of God. It should not be necessary to mention this but for the sake of those who come to the church services, the pastor should con stantly be offering the people the opportunity to ac cept the Lord Jesus Christ as their personal Saviour. This also has value in helping the Sunday school teacher understand and see how he or she can present the claims of Christ in the Sunday school class. The further exposition of Scripture which encourages growth in the Christian life and stimulates outreach to the ends of the earth cannot be neglected. END.
3) Keeps the Sunday school superintendent in formed of important board decisions if the Sunday school superintendent is not on the official board of the church. These may relate to the total church pro gram as well as to the Sunday school program. This will save him embarrassment in any public state ments he may make in ignorance of official action. It gives the Sunday school superintendent opportun ity to publicly support the pastor and the church boards in their decisions. 4) Plans at least a year ahead with the Sunday school superintendent. The Sunday school teacher thinks a month ahead and the department super intendent three to six months ahead. This requires an integration of the Sunday school into the total church calendar, its budget and building program, its evangelistic outreach through visitation, etc. The pas tor spots weak places in the Sunday school and keeps the Sunday school superintendent working for the accomplishment of his spiritual mission. 5) Assists the Sunday school superintendent in en listing, challenging and encouraging leaders. He alerts the superintendent of capabilities of new mem bers of the church from his personal visitation and an annual enlistment for service questionnaire. He helps in framing the annual teachers’ pledge. His
The King's Business/January 1958
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